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The Effective Management of Time on Mega Projects

tp://www.mosaicprojects.com.au/Planning.html 2

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Time is not money!

This section:

The state of play

ICT Gartner

Construction CIOB

Time -v- Money

Skills and Knowledge

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The state of play

ICT Gartner

Construction CIOB

Managing the Risk of Delayed Completionin the 21st Century(http://www.mosaicprojects.com.au/PDF/CIOB_TM_report_full.pdf)

Complex -v- Simple


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Time -v- Money

Money keep until you spend

Symptom of other successes or failures

Time 60 seconds lost every minute

Cant change the past

Now is too late to change

Manage the future

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Crystal Palace

We are notso good!

CrystalPalace

Built in 1851


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Crystal Palace

The Crystal Palace, was a building the size of a modern shopping mall:1848 feet [563.3 meters] long, 408 ft [124.4 m] wide and 108 ft [32.9 m] high.

New technology - Prefabricated cast iron was used extensively.

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Crystal Palace

From a roughsketch on blottingpaper to theGreat Exhibition

of 1851 How long?

Royal patronageprobably helped!!

The Crystal Palace was built in eight and a half monthsstarting on 15 July 1850, opening on 1st May 1851


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Managing Time9

Burj Khalifa -v- Empire State

Building

The steel frame

rose at the rate offour and a halffloors per weekEmpire State Bldg.

completed in 1931

Burj Khalifa Dubai208 floors in 5+ years

102 Floors

built in

410 days

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Burj Khalifa -v- Empire StateBuilding

The steel framerose at the rate of

four and a half

floors per weekEmpire State Bldg.completed in 1931

Burj Khalifa Dubai208 floors in 5+ years

If the Burj Khalifa in Dubai had been built at the same

speed as the Empire State Building it would haveopened two years earlier!


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Time -v- Money

Things that dont work!

Contract terms and conditions / penalties

CIOB Report

UK Government metrics (ConstructingExcellence)

Static contract programs

Measure failure

Used for claims and court actions after theevent

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Very few skilled planers and schedulers

Not used or respected by management

Except for the fights after the event

A Brief History of Scheduling

http://www.mosaicprojects.com.au/Resources_Papers_042.html


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Solutions are being developed

Definition of good practices

Development training and certification

Education of management

These elements are the focus of thebalance of this paper

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The Guide

Guide to Good Practicein the Management ofTime in Complex

Projects Publication

Early 2011

Copies available from:

http://www.mosaicprojects.com.au/Books.html#CIOB_Guide


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The Guide

Planning -v- Scheduling

Schedule design

Schedule Density

Durations and Links

Updating & Maintaining the schedule

Reporting & Communicating

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Planning -v- Scheduling

Project Planning

Strategic process

Focus on objectives and methods

Foundation for scheduling

Project Scheduling

Develop and maintain an effectiveschedule


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Project Planning

Precedes Scheduling

Focuses on methodsand Strategy

Creative - requiresskill and knowledgeof the project

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Project Planning

CreatesBuy-in

FramestheSchedule


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Project Scheduling

Requires good knowledge of scheduling

Understanding of the scheduling tool

Involves:

Designing the schedule

Developing the schedule

Maintaining the Schedule

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Understanding the Project Scope &Objectives (Planning)

Determine the optimum update cycle

Major milestones, gateways andphasing

The project life cycle


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Schedule users / audience

Code and report structures

Schedule size

Heuristics ( 25 / 600)

Control using Schedule Levels

See: Core Papers @http://www.mosaicprojects.com.au/Planning.html

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ScheduleLevels &Schedule

Density

Figure Guide to Good Practice in the Management of Time in Complex Projects


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Schedule Density

Sensible Activities

Practical Logic

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Schedule Density

Overall framework is essential for TimeManagement.. But

Detail planning requires the people doingthe work to be involved (eg, Last Planner)

Therefore, add detail when appropriate


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Schedule Density

Activities are progressivelyexpanded to greater levelsof density as moreinformation becomesavailable

Unless the work is designed in its entirety and all subcontractors and specialistsappointed before any work commences, it is impossible to plan the work in itsentirety, in detail at the beginning of a project.

Figures Guide to Good Practice in the Management of Time in Complex Projects

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Schedule Density

Low-density isappropriate for work,which is intended totake place 12 months,or more in the future.

Tasks may be several

months in duration

Medium density is appropriate for work, which is intended to take place between 3and 9 months after the schedule date. At this stage the work should be designed insufficient detail to be allocated to contractors, or subcontractors. Task durationsshould not exceed 2 months.


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Schedule Density

High-density scheduling isan essential prerequisite

for undertaking work. Theschedule is prepared withthe people doing the work.

Task durations should beno more than the updatecycle

As the density is increased, adjustments to the plan take into account actualperformance to date, resources, work content, and other factors necessary toachieve the overall schedule objectives.

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Schedule Density

The activity coding structure (ID) maps high to medium to low density


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Sensible Activities

Milestones

Zero Duration

Marks a significant point or event in aproject

Start and Finish

Other key points

Personal preference ALL constraints are placed on Milestones

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Activity Identification

Involve Stakeholders and Team

Test for completeness

Keep level of detail consistent withyour plan for the schedule

Identify all Activities before movingonto next stage


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Attributes of a Good Activity

A discrete element of work

A single person is responsible formanaging the performance of the work

Its description is unique and unambiguous

The work is capable of proceeding tocompletion without interruption

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Estimate Activity Durations

Deal with each activity in turn

Estimate optimum duration for activity

Consider: the work involved, the idealcrew size & the teams experience

Involve people who will be responsibleactually for doing the work


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Estimate Activity Durations

High Density - Its duration is less thantwice the update cycle (or undividable)

Be real!

For 90% of projects use days

Most of the rest weeks

See: The Cost of Time (Durations)-www.mosaicprojects.com.au/Resources_Papers_009.html

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Practical Logic

Organise the activities into a logicalsequence

Only use real logic

Use Finish-Start relationships wherepossible

Keep getting agreement

See: Links, Lags & Ladders -www.mosaicprojects.com.au/Planning.html#Core_Papers


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Links Cause Problems

Progressive feed (but understand the issues)

Use both SS and FF

Use Approximation or Ladders if available

Task A - 10 Days Work

Task C - 12 Days Work

SS +4

SS +1

FF +3Task B - 3 Days Intermittent Work

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Links Cause Problems

But make sure you understand howyour system works


Task C - 12 Days WorkSS +1

Task B - 3 Days Work

FF +1


Task C - 12 Days WorkSS +1

Task B - 6 Days Work

FF +1

Typical software solution

Increasing the duration of critical Task B reduces the overall duration of the work!

A strange result


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Maintaining the Schedule Establish a baseline

At the development stage

As part of a re-baseline

Record actual progress

Reschedule fromdata date (or Time Now)

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Maintaining the Schedule Edit for accuracy

No tool accurately manages all of theissues around partially complete tasks

Involve both task owners and managers Use their data not yours!

See: Managing for Success - The power of regular updates-

www.mosaicprojects.com.au/Resources_Papers_002.html


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Managing Time39

Reporting Options

The major challenge with scheduling iscommunicating complex data effectively

This is achieved by effective reporting

See: Seeing the Road Ahead the challenge of communicating schedule data

http://www.mosaicprojects.com.au/Resources_Papers_106.html

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Reporting Options

Data is not information,information is not knowledge,knowledge is not understanding,

understanding is not wisdom.

Clifford Stoll

See: Beyond Reporting - The Communication Strategyhttp://www.mosaicprojects.com.au/Resources_Papers_094.html


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Qualification Framework

This section:

Current certifications

Planning Planet

CIOB Time Management Credentials

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Current Qualification Framework

Association for the Advancement of CostEngineering International (AACE) PSP

PMI Scheduling Professional (PMI-SP)

Both focused on highly experiencedschedulers 3 to 5+ years


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Limited training for PMI-SP or AACE

Assumed self study by experts

Mosaic planning a PMI-SP course for 2011

Relatively low numbers of credentialsawarded

650 AACE in 6 years

360 PMI-SP in 3 years

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New Developments

Planning Planet: www.planningplanet.comPlanning Planet Accreditation Scheme (PPAS)

Developing training materials

Developing accreditation process

Likely to offer industry based qualifications

Entry level certification included


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Planning Planet

PPAS Standard Documents

SD 0 Why Plan ?

SD 1 Planning, Scheduling and ProjectControl Methods

SD 2 Designing the Schedule

SD 3 Creating and Building the schedule

SD 4 Maintaining the Schedule SD 5 Using the schedule or Specialism's

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New Developments

CIOB Time Management Credentials

Four levels

Based on The Guide

Certificate courses late 2011

Higher level certifications to follow


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Educational Framework

Understandand

Experience

Understand

and

Contribution

Understand

Only

Understand

and

Experience

Experience

PTM Certificate

PTM Specialist

4 Modules

Case Studies

PTM Master

Case Studies

+ Analysis

PTM

Practitioner

Bas

e

Knowledg

e

PractitionerEnvironment

Advanced

Knowledge

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CIOB TM Framework

Time Management

Independent ofCIOB qualifications

2 Examined levels 2 Assessed levels

PTMC and PTMPlaunched 2011

PTMS 2012

Dra

ft


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CIOB TM Framework

Examination specifications underdevelopment

Certificate no industry bias

Higher levels Construction industry

International team (including me)

CIOB has 190 years of experience as a

professional association Malaysian Region and office

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What Mosaic is doing:

We are developing a free resource atwww.mosaicprojects.com.au/Planning.html


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Conclusion

Definite trend towards

Standardising planning and scheduling

Developing training frameworks

Accrediting Planners and Schedulers

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Conclusions

Solve the chicken and egg conundrum

Well trained schedulers can help projectmanagers and advise senior managers

But no one is training senior schedulers Therefore very few people experience the

benefits of working with skilled schedulers

Consequently they dont know what theyare missing

And dont invest in training..


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Conclusions We need a management re-education

program

SOX, etc mandate the need for predictiveprocess like scheduling

So why do so many projects have time setin stone before anyone looks at a realisticschedule?

Senior managers need to understand thevalue of skilled schedulers

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Conclusions

International credentials will help

Focused on new planners and schedulers

Planning Planet & CIOB are in discussion

to normalise or coordinate

The Guideand PMIs Practice Standardprovide the framework

We have the opportunity to reinvigoratethe role of planning and scheduling


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Conclusion

Challenges:

Keep training and credentials aligned

Gain respect of management

We can make a difference!

Useful schedule are usefulbecause they are used!

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Discussion

Questions please

Contact details:

Free planning and scheduling resources:

http://www.mosaicprojects.com.au/Planning.html

Email: [email protected]


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Questions Please

Patrick Weaver PMPEmail: [email protected]

Tel: 03 9696 8684

Web: www.mosaicprojects.com.au

Download this paper from the Resources section of the Mosaic site

The Papers & Resources section of the Mosaic site has:

- Direct links to all of the project management associations- A large number of free PM papers and useful scheduling references

The Planning section of the Mosaic site has the latest information on thePMI Standards, SEI and the proposed Scheduling Credential